Leadership, management and command: rethinking D-Day

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Palgrave Macmillan, Dec 15, 2007 - Business & Economics - 503 pages
Keith Grint argues that the successes and failures of D-Day, on both sides, cannot be explained by comparing the competing strategies of each side. Instead he provides an account of the battle through the overarching nature of the relationship between the leaders and their followers.

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Contents

Part Two Leadership and Wicked Problems
19
Maps
61
Part Three Managing Tame Problems
151
Copyright

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About the author (2007)

Keith Grint is a Fellow in Organizational Behavior and University Reader in Organizational Behavior, at Templeton College, Oxford University. His research interests include the practical implications of contemporary management theory; the comparative analysis of managerial innovations; organizational theory; technology; leadership and re-engineering.

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